The need for reward management and systems

The need for reward counsel and systemsReward focusing is not expert about coin. As shown in the above plat, it is concerned with intrinsic as well as extrinsic rewards and with non-financial as well as financial rewards. inalienable rewards arise from the nature the personal line of credit itself. Decenzo and Robbins ( 2005, p.274) stated that intrinsic rewards be self initiated rewards like pride in ones work, a sense of accomplishment or organism part of the air. Intrinsic rewards related to responsibility and proceeding they are inherent in idiosyncratics and not imposed from outside. On the other hand, extrinsic rewards arise from the factors associated with the job context such as financial rewards, publicity and benefits. They are external to the job and come from outside source.All reward systems are based on the assumptions of aloneureing, retaining and motivating people. Rewards are of two type Financial and non-financial rewards. M any(prenominal) people vie w money as the sole motivator but umpteen studies stool found that among employees surveyed, other non financial reward likewise instigate them and influence the level of instruction execution. A recent study of reward practice by CIPDs shows that lavishlyer(prenominal) proportion of employers do adopted a entire reward approach, in which they try to align the financial and non-financial elements.Non financial rewards indirectly increase workers financial position. It differs from workers to workers. For manikin an employee may value office furniture and other may find it lend oneselfless(prenominal) whereas financial rewards puke be wages, bonuses, or indirectly paid claxon leaves and paid vacation. They are mainly of three types such as profit sharing, job evaluation and merit rating. However, Decenzo and Robbins (2005) classified financial rewards as shown in the diagram above as exercise based, implied membership based and explicit membership based. They mentione d that cognitive process based use commissions, piecework collapse plans, incentive system, group bonuses, merit or other node of comprisement for implementation whereas membership based rewards include cost of living increases, benefits and salary increases attributable to the ride market conditions, seniority, qualifications, and specialised skill. Membership-based rewards may attract many employees on the whole when the extent of the reward increases with seniority. Though, in that respect are drawbacks They discourage poor performers from leaving and people from leaving the organization, they indirectly stir up job surgical process. However, Seniority-based rewards lessen turnover because the cost of leaving raise with the employers duration of service.2.3 REWARD MANAGEMENT LINKED TO THEORIES OF MOTIVATIONEmployees pauperization depends on the perception of achieving the reward, i.e. their expectations. motif system describes why people at work act in the way they do , and what makeups canister do to persuade people to apply their confinements and abilities in ship canal that will help to achieve the organisations goals as well as satisfying their own needs. Everyone has their own needs and a divers(prenominal) set of goals. Employees can motivate themselves in different ways that will guide them to expect that their goals will be achieved whereas management can motivate people through rules like pay, promotion and praise.Motivation is most-valuable because there is reward. hatful work because they get revenue to spend on their individual, family and society needs. Some needs are the basics of life, what individual needs to survive physiologically. Maslow defined the hierarchy of needs with essential physiological needs at the base and going up through safety, social needs and ends in the need for self-fulfillment. However, some critics say that there is little empirical evidence to support this model. Herzberg differentiated between fir stly hygiene extrinsic factors such as pay and organisation dodging and measures that will cause dissatisfaction in the workplace if absent or insufficient. Secondly, motivators which are intrinsic factors such as the outlay of the work, attainment, appreciation, responsibility and potential for growth which will positively motivate people. Maslows Hierarchy of Needs and Herzbergs Two Factor Theory are a content theory of motive. They both suggest that needs should be satisfied for the employee to be motivated but, Herzberg argue that only the higher levels of the Maslow Hierarchy (e.g. self-actualisation, esteem needs) act as a motivator. The remaining needs can only cause dissatisfaction if not explained clearly. Thus he stated that satisfaction and dissatisfaction were not necessary related.Taylor developed his theory of scientific management where he made three assumptions in his observation Man is concerned with maximising money, People are considered as individuals and the y can be handle like machines. Taylor had analyzed what motivated people at work which was money. He though workers should be paid for what they worked and pay should be associated to the totality produced Workers who work less would be paid less and Workers who did much than usual would be paid more. The main limitation in Taylors approach is that it overlook that each individual is alone(predicate) Secondly, money is not an important motivation for everyone. Taylor ignored the fact that people work for reasons other than financial reward.Other theories of motivation have been developed as well which are believed to focus on cognitive or process theories that are how people consider their reward. Expectancy theory distinguishes two factors of value and probability. People value reward tally to the level it satisfies their needs of security, community esteem, achievement and autonomy. Armstrong also agrees with the fact that Expectancy is the likelihood that reward depends on e ffort where there is more effort, the higher the reward but Marchington and Wilkinson (2006, p.325) argue that this is not a fixed and there may be other sets of expectation at different times. For that effort to be useful to the organisation, individuals need to have the correct ability and the right perception of their role. The theory implies that low motivation will be crossing of jobs where there is little worker control. (Marchington and Wilkinson 2006, p.326)Two other theories of motivation are significant to reflect on. Latham and Locke developed goal theory which describes that both consummation and motivation are amend if people have challenging and monitored goals but accepted when there is feedback on performance. On the other hand, Equity Theory which advocates that people are more motivated when they are treated equitably and demotivated if they are treated inequitable era they deserved more than that.2.4 STRATEGIC REWARDSReward st directgy is a declaration of inte nt that defines what the organization wants to do in the longer term to develop and implement reward policies, practices and processes that will further the achievement of its business goals and congruous the needs of its stakeholders. (Armstrong 2006, p.643) Reward is more than earnings and benefits. Thus, a reward stpacegy must consider many aspects of the workplace in order to both attract and keep high value employees doing the correct things in the correct way so that they the organisation is successful.Reward policies provide guidelines for the implementation of reward strategies and the design and management of reward process. Basically, every employer must obey four major policies (White Druker 2000) internal alignment, external competitiveness, employee portions, management of the pay system. Many research and studies on reward strategy has revealed that people are difficult and motivation is a complex process. What is obvious is that while financial reward is essential , for many people other factors are also, and can be more, important. Rewards are designed to promote behaviour that will contribute directly to the achievement of the organisations objective.Reward systems should be in line with the followingHR systemBusiness StrategyOrganization CultureThe elements of reward management and their interrelationship can be shown in the figure 1.2Figure 2.2 Rewards management elements and interrelationshipsSource Michael Armstrong, 2006, A Handbook of Human Resources Management Practice, p.630The elements of a rewards management system areJob EvaluationJob evaluation is an organized method for defining the sex act value or size of jobs within an organisation in order to institute internal relativities. It provides the basis for designing a fair grade and pay structure, grading jobs in the structure, managing job and pay relativities and guiding the success of equal pay for work of equal expenditure. However, there has been many criticism of job eva luation by some HR practitioners, in the late 1980s and early 1990s A numbers of major charges were made against it in many organisation. Critics argued that it was not only bureaucratic and rigid, but also time-consuming and unsuitable in todays organisations.2.4.2 Grade and Pay StructurePay grade is a system indicating rate and shows the rate at which an employee receives basic pay. It is also a means to compare ranks, which may have different names in the different services. Pay grades despatch the employment method by providing a flat range of salary whereas Pay structure refers to the various levels of pay for jobs or groups of jobs by referring to their point as determined by job evaluation as compare to market rate surveys. it provides scope for pay increment in accordance with competence or contribution.Market Rate AnalysisMarket rate tell us the actual salary of some jobs. It is determined by the forces of demand and supply of the labour market. If an organisation pays bel ow the market rate then it will probably have trouble in recruiting and retaining suitable staff. To know the market rate an organisation has to do pay surveys. It helps to obtain and keep high quality staff and response to market pressures.There are some(prenominal) ways in which a company can obtain data on market rates such as Local employment agencies, Job centres, Job adverts in theme newspapers2.4.4 Contingent PayContingent pay measures what do we value and what we are ready to pay for? It refers pay for individual that is related to performance, competence, contribution or service.Employee BenefitsBenefits can be defined as all the indirect financial payments an employee receives for continuing his or her employment with the company. Benefits are generally available to all firms employees and includes such things as time off with pay, health and life insurance, and child care facilities. (Dessler 1997, p503)Today many organisations regard benefits to be an important approach in reward management in order to achieve a competitive advantage in labour markets. Both financial and non-financial benefits play an important function when it comes to attract, keep and motivate employees. As an addition to base pay financial benefits may improve an organisations ability to attract and retain employees, and non-financial benefits allows organisations to meet the specific needs of the employees.AllowancesAllowances may be regarded as additional to base pay. Example of it may be meal allowances where some employees in any organsation are given a sum of money for a meal. deed ManagementPerformance Management refers to a process, which frequently measures work as it occurs. It is a way of obtaining better results by managing performance according to set of planned goals and competency achievements. It motivates people to do the right things by specifying their goal.Non-Financial RewardsIt refers to rewards that are not related to pay but instead satisfaction arising from the job itself like recognition, success, responsibility, autonomy, and leadership skill.Total RemunerationTotal recompense refers to all the monetary reward and benefits than an employee received for working in the organisation.Total RewardsA total reward refers to all the rewards that exist like financial aspects of reward of basic pay, any bonuses and additional financial benefits with the non-financial benefits at the personal and organisational level. WorldatWork (2006) introduced a total rewards framework that proposed to advance the concept and help practitioners think and implement in new ways. Today, professionals primarily use the terms total rewards, total compensation or compensation and benefits to describe the joint strategies. There are five elements of total rewards, each of which includes programs, practices, elements and dimensions that together define an organizations strategy to attract, motivate and keep employees. These elements areCompensationBenefitsW ork-LifePerformance and RecognitionDevelopment and Career Opportunities2.5 INDIVIDUAL REWARD SYSTEMMany sectors of employment use remuneration systems that contain direct relations to individual performance and results. On an individual basis this may be payment by results (PBR) for example bonus, piecework, commission, work-measured schemes and pre-determined motion time systems, measured day work (MDW), appraisal/performance related pay, market-based pay and competency and skills based pay.2.5.1 Performance Related PayPerformance-related pay (PRP) is a method of remuneration that links pay progression to an sound judgment of individual performance. Performance pay may be defined as any remuneration practice in which part or all of remuneration is based directly and explicitly on employees assessed work behaviour and/or measured results (Shields 2007, p.348). Performance related pay is generally used where employee performance cannot be appropriately measured in terms of output pr oduced or sales achieved. Like piece-rates and commission, performance related pay is a form of incentive pay. one-on-one performance is reviewed frequently ( ordinarily once per year) against agreed objectives is known as performance appraisal. Then employees are classified into performance groups which determine what the reward will be. The method of reward involves a cash bonus and/or increase in wage rate or salary.However performance related pay is not very understandable in the mind of researchers. Thorpe and Homan (2000) accounts both for research stating that one of the main advantages of performance related pay is that it attract and retain good employee while other research indicates that performance-related pay fails to motivate and that the employees generally regard the performance-related pay system as unfair in practice.Some drawbacks may be honour employees individually does very little to encourage teamwork and, such schemes also usually carried out only once a y ear assessment and payout, which may burst any incentive effect. If a worker rated less than satisfactory receives no increase at all under an appraisal pay scheme their motivation and morale may be badly changeed. Thus, it is important to focus appraisals on the assessment of performance, the identification of training needs and the climb of objectives, not on any dependent pay.2.5.2 Individual Payment by Results (PBR)The aim of any PBR scheme is to provide a direct relationship between pay and productivity the more hard-hittingly the employee works, the higher their pay. This direct link means that incentives are stronger than in other schemes. However, in recent years traditional bonus, piecework and work-measured schemes have decreased, as many employers have moved to 360-degree feedback, also known as multi-rater feedback that is employee development feedback that comes from all around the employee. Nevertheless, payment by result fails because material shortages or delays can affect production and Individual skills are not rewarded and indeed the most skilled may be put onto more complicated and potentially less recognize work.2.5.3 Piecework, Bonus Schemes and CommissionPiecework is the easiest method of PBR workers are paid at a particular rate for each piece of output. This means the system is simple to cultivate and understand, although open to the shortcoming that it is often at the expense of quality. Pieceworkers must be paid at least the national minimum wage.Incentive bonus schemes is where for pillow slip an extra payment is paid when production exceeds the established threshold, or where there is a raise in sales which surpasses given targets. Variable bonuses can also be paid in relation to performances achieved against pre-determined well-worns so that the higher the performance achieved, the greater the level of bonus produced. However, Armstrong (2006, p.635) mentioned that bonus payment are related to achievement of profit and or to other financial targets.Time rates are used when employees are paid for the quantity of time they spend at work. The honey oil form of time rate is the weekly wage or monthly wage. Generally the time rate is fixed in relation to a standard working week (e.g. 40 hours per week). Time worked above this standard is known as overtime. Overtime is generally paid more than the standard time-rate. It reflects the extra contribution of the employee. The main advantages of time-rate pay are that they are appropriate for organisations that desire to employ workers to present general roles (e.g. financial management, administration, and maintenance) where employee performance is not easy to evaluate.Commission is a payment made to employees based on the value of sales achieved. For example, in sales jobs, the seller may be paid a percentage of the merchandising price or a flat amount of each unit sold (Werther Davis 1997 p.411). The rate of commission depends on the selling price and the amount of effort required in making the sale. Armstrong (2006, p.638) stated that commission provide a direct financial incentives and attract high performing sales staff.2.5.4 Measured twenty-four hour period WorkMeasured day work (MDW) has been developed from both individual PBR and basic wage rate scheme. Salary is constant and does not vary in the short time provided that that the targeted performance is maintained. MDW systems need performance standards to be placed through some framework and undergo modifications as required. It involves estimable commitment of management, workers and change unions. The pay structure is regularly formulated by job evaluation and with full employee agreement. MDW is now somewhat unusual. It suits organisations where a high, secure, expected level of performance is required, rather than highest potential individual performance.2.5.5 Market-Based PayMarket-based pay refers to the salary level available in the market for the same type of work. Factors that help to consider the market rate are the skills that are necessary are widely accessible, the unemployment level in general versus the employment rate and the jobs requirement for specialised skills. It is usually used in conjunction with other rewarding scheme like performance appraisal, but may be element of a reward strategy integrating several performance elements.2.5.6 Competency and skills-based payCompetency and skills-based pay schemes are more common nowadays. There a direct relationship between the attainment, development and effective use of skills and competencies and the individuals pay. Competency and skills-based schemes measure what the employee is inputting to the job. Competency based systems have become more popular because many organisations use competencies in staffing and in performance appraisal for non-pay reason, such as training. There is an increasing trend for pay to be associated to the abilities of the individual. Competency based pay is u sed together with an existing individual performance related pay scheme and will reward them not on the basis of their performance but competencies. Leadership skill or team-working may be examples of competencies. Reward is given for the skills already gained and for the acquirement of new skills that would be helpful in other jobs in the same job band. This can promote multi-skilling and improved flexibility.2.6 GROUP AND ORGANISATIONAL REWARD SYSTEMSGroup pay schemes include those based on the performance of the team, plant or company. Team-based pay gained its importance with the increased interest in teamworking. It reflects the performance of the team. It is not easy to define the team, the goals, and the right reward. Peer group pressure can also be useful in increasing the performance of the whole team. Company based performance pay schemes are based on the whole organisation performance. The most common forms of this system tend to be based on overall profits (profit sharin g), gainsharing systems. They are effective where communications and employment relations are good Share incentive plans involve the planning of shares to employees. In the journal of knowledge management, Milkovich and Wigdor, (1991) said Team-based rewards may potentially result in a loss of motivation because of feelings of inequity due to a sensed free-riding of other team members and the use of an equality principle when allocating rewards rather than an equity-based principle. (Milne 2007, p.33)2.6.1 GainsharingGainsharing is a pay scheme that links workers pay to the success of organisational goals by rewarding performance above a pre-determined target. This is always led by measures of productivity, performance and quality. Gainsharing aims to develop these indicators by improving communications, staff involvement and promoting teamwork. It should be element of a full long-term strategy to maintain an effective system through involvement and sharing. It may thus be used as a substitute for bonus/piecework schemes, where quality is at times lost to quantity. The whole employees and management who have any association in the product of the organisation should be integrated in any gainshare plan. Marchington and Wilkinson (2006, p. 336) pointed out that such scheme have the merit that employees perceive their contribution to the total effort of the organisation and they do not consider themselves as individual units. They further mentioned that gainsharing plan will affect the role of trade union as their collective bargaining will become less important in determining wages or union will think employees will be more committed to the organiastion.2.6.2 Profit shareProfit Sharing means rewarding employees a percentage of the companys profits. Singh (2006, p 385) defines profit sharing usually involves the determination of organizations profits at the end of the fiscal year and the dispersion of a percentage of the profits to workers qualified to share i n the earnings. Profit sharing helps employees to form part of oganisation success. However, Beardwell and Holden (1997, p.574) argued that there is little evidence that such schemes have any great consequence on the performance, motivation or attitudes of employees.2.6.3 Share Ownership SchemesBusinesses whose shares are traded on a stock exchange can allow for shares to its promising employees. This compensation method can motivate employees to be committed to the business in the long run.There are different schemes available which companies can use to offer shares such as2.6.3.1 Share Incentive SchemesUnder this scheme employer gives employees shares directly or ask them to buy. This motivates staff to be involved in the performance of the company. The Share Incentive Plan, previously known as the employee share ownership plan. For example, In the UK, a company using an ESOP can give employees shares worth up to 3,000 each year.2.6.3.2 Savings Related Share Option Schemes (SAYE) All employees and directors benefit from this scheme All scheme members get the right to buy a number of shares (normally at a lower price than their current price) after three, five or seven years. In this period of time, employee members save an expected amount to pay for the shares. If the shares increase in price, employees have a profit when they buy the shares. No income tax is paid on any gains made on these shares.2.7 INFLUENCES ON PAY DETERMINATIONAccording to Beardwell and Holden (1997 p.555) the pay system is affected by the following2.7.1 Beliefs about the Importance of the JobIf a job is considered to be of high value, the salary scale of the job will be higher as compared to other jobs.2.7.2 Personal CharacteristicsIndividual characteristics like age, experience, education, skill affect the salary of a person.2.7.3 Labour MarketThe demand and supply of labour affect pay determination. A business will have to match its pay with that of its competitors before setting its own pay structure.2.7.4 The Strategies and Policies of the CompanyEach company has it own remuneration policy and strategy that determine the salary of its employees.2.7.5 Government Rules and RegulationThe government usually intervene for the welfare of employees like we have the equal opportunity Act, employment right Act 2008, and the employment relation Act 2008. Organisations have to consider all these Act before setting a fair compensation program.2.7.6 Power of Bargaining GroupTrade union action may affect the pay level. They can bargain for an increase in salary.2.7.7 Cost of LivingDue to high inflation rate, the cost of living tends to increase. Thus, this may affect the salary of employee.

Essay example --

Margaret Thatcher is an iconic political figure that goes down in score as the longest serving, and only woman, British Prime Minister in the history of politics in the United Kingdom. Famous for her stern political stance and policies on international policies and relations, Thatcher was nick-named the Iron Lady, a name that well stuck with her considering her ordinary approach to policies and outlook into international politics. Having served Britain for 20 years, Thatcher stands as an important political figure that brought with her great political changes in the United Kingdom. Not only is she noted for her efforts to revolutionize the British economy from Statism to Liberalism, but also her unending efforts to lower inflation and greatly reduce the high unemployment levels that were present in the country when she took office. Thatcher not only involved herself with her home politics, but also those of other countries bringing Britain politics to the international map. She be came a commonly familiar figure with Ronald Reagan, the then chairwoman of the United States of America, and even most surprisingly gained praise and popularity with the then Soviet Union leader, Gorbachev. During her long and eventful stay in office, Thatcher attracted praise and criticism in equal measure. Nevertheless, she remains a political enigma in relation to British and International politics.Margaret Thatcher was born in 1925, in the town of Grantham, to a local businessman who doubled as a grocer and Mayor of Grantham town. She was sent to a local grammar school where her oratory skills sprout roots at a offer age. It has been widely argued that her father served as an influential figure in her life and the towering figure behind her in... ...Britains economy behind. Thatcher also introduced a unfermented strategy on government spending in addition to introducing the concept of home ownership to tenants (The Economist). Thatcher is highly remembered for her involvemen t in keeping the value of the beat in high, a move that has shielded Britain over the recent financial crisis being experienced in Europe. She also restored Britains sovereignty as a spring to reckon with in international politics and the defeat of Argentina over the Falkland Islands(James).Margaret Thatcher remains one of the most famous politicians of all time. Having adopted controversial policies to restrain her own country from the economic mess that it was in, Thatcher became more popular to the rest of the world than in her own country. Nevertheless, she will remain in the books of history as one of the most iconic political enigmas of all time.

My First Time on a Plane - Personal Narrative Essay -- Papers

My First Time on a Plane - Personal register When I was seven years old I went on my real first holiday abroad, to America. I fag end remember waking up at Five oclock in the morning to catch an early flight from Heathrow airport. I was so excited I forgot about the daunting effort of getting up so early. My Mum, Dad, Brother, grandparents and I set off on the long journey to the airport, then Orlando Florida. I remember the white taxi van used to enjoy us to the airport with its incredibly tiny seats, which made getting any sleep impossible. Sitting next to my brother, who was in a very irritable and bothersome mood, made this slightly harder. There had been a major accident on the motorway that held me in suspense not knowing whether we would get there in time to catch the flight. When we finally arrived at the airport my brother was ordered to go and find a luggage trolley, which I remember he was very unenthusiastic about doing. The only par t of checking in I can remember is when my Gran couldnt understand a word the Pakistani steward verbalise only made worse by my Grans hearing impediment. The eleven-hour flight over to America was one of the most exciting parts of the holiday for me. Trying to field out how to put the seat belt into the little lock contraption puzzled me for a while. Even though it was so long ago the musical theme of playing games on the plane with the onboard games console still excites me today. After about five hours of exploring the onboard entertainment, it all got a little boring. So I turned to look out the window and asking my granddad what was below us for entertainment. I remember asking my gran... ...hird day my mum insisted that we visit sea world that you can see backbone in the U.K. but we went anyway and saw a huge whale in a really small tank. But we were cognizant he loves it here. I was not convinced. The rest of the holiday we spent in Miami. Wh en we arrived in Miami the first place we went to was Palm Beach, which was slightly better than the littered beaches at home. The gumption was bright yellow and the water was really blue. Miami, despite its much-hyped reputation is a very strange place. Before I knew it, the holiday was over and we were travelling back to Britain. The eleven-hour journey flew past. When we arrived back in Britain, I didnt know what day it was. So we all slept continuously for three days. The holiday was the best holiday abroad I have ever had and would really like to go back again.

Thomas Kings All My Relations :: Essays Papers

Thomas Kings All My RelationsThis is an anthology of writing by nineteen Native Canadian writers, which represents some(prenominal) an attempt to promote Native writing, and an effort to undermine popularly held misunderstandings. It is published by McClelland & Stewart, The Canadian Publishers, which gives the collection a status of national and cultural importance, composition indicating how these writers are working in and through Canadas hegemonic culture. This would seem to go some way towards undermining the books claims to authenticity, simply for the fact that Kings stated purpose is much more composite than that. In fact, his introduction specifically considers the concept of the authentic, and is wary of what is potentially a highly limiting notion. Thus, the selection includes work that represents Natives in both traditional and modern-day roles and situations and the format of the writing ranges from a transcription of an oral narrative to examples of conformity wit h the generic conventions of the Western short story. He is reluctant to constrain the possibilities for Native expression, but is ready to admit that the advent of a written culture with English as a shared language has allowed the various indiginous cultures to discover and explore areas of common belief and practice.Although King believes that it is too early in the history of Native publishing to be able precisely to delineate characteristic patterns, the two study themes which he cites as frequently recurring are those of community and the role of oral literature. He has included a short story of his own in the volume, The One About Coyote Going West. Coyote is an example of the mythological Trickster character who often occurs in Native literature. King himself says The trickster is an essential figure for Native writers for it allows us to create a particular kind of world in which the Judeo-Christian concern with good and evil and order and disquiet is replaced with the m ore Native concern for balance and harmony. (King, xiii) He relates the story in a colloquial, spoken style. Witness the opening lines This one is about Coyote. She was going west. tour her relations. Thats what she said. You got to watch that one. Tricky one. (King, 95) As the story unfolds, the reading experience can seem strange for the non-Native. Characters change gender and identity, abstract nouns are blurred with cover nouns, and the physical universe is represented as a radically unstable place.

Jennifer Lopez :: Art

Jennifer LopezJennifer Lynn Lopez was born July 24, 1970 in Castle Hill, Bronx. She is the daughter of Guadalupe and David Lopez. Lopez has been able overcome the Spanish stereotypes meet the highest paid Latin woman in the world. incessantlyy time she appears on magazine covers, presents on the Oscars, makes movies and music she is breaking down barriers and showing that every woman, no matter what race, can do this. The place where Jennifer grow up was a Spanish area, with people, food, and music Her grandparents taught her all about her roots. That is why she is proud of her ethnic background. As Jennifer grow up West Side Story was an inspiration to her, she especially looked up to a character named Anita played by Rita Moreno. She has always admired her. Ever since Jennifer was a kid she knew that she wanted to be a actress, singer, and dancer. When she was 5 years old she took ballet classes at the Ballet Hispanico. She Contained taking classes trough her teenage years. alto gether trough her life she On The 6 train to go tryout for dance auditions. When Jennifer was 15 years old, she meets her ten year long boyfriend David Cruz, realise as The best looking guy in the neighborhood. Her parents did not approve of the relationship. Eventually they had outgrown the relationship, because Davids and her life were headed in a different direction, she excessively got lost in the Hollywood entertainment culture. Jennifer held multiple jobs, going to school during the day, dancing at night and kept a job, she was not home often. She however dropped out of college, because she knew she wanted to pursue dancing . At one point she and her mom had big fallout. When she was 18 years old she got kicked out of her house. She got an apartment at Hells Kitchen, the same neighborhood that Jennifers other role model Lisa Lisa grow up in. In 1990 Lopez gets her first big break as a fly girl in In Living Color, she beat more then 100,000 other girls for the part. She also takes acting classes and begins to appear in music videos like Janet Jacksons Thats The Way Love Goes. She went on tour with Janet and saw the pop culture that eventfully she would lead. She appears in sit-coms that did not really last like Hotel Malibu and Nurses On The Line.

Imperialists Climate after the Civil War :: essays research papers

At the end of the nineteenth century, the United States emerged as a world power. Although Congress was antipathetic to endorse expansionist schemes, during the end of the nineteenth century many others had become convinced that the United States had to adopt a more aggressive and forceful immaterial policy. Some believed expansion would be good for American business. Others felt America had a duty to spread its way of life to less fortunate countries. stub all the arguments, however the United States was a great and important country, and it should start acting the part.With Americas Navy rebuilt there was an emergence of aggression in foreign policy. The two developments originated from the same source a ready acceptance of force as the final authority of international disputes. That acceptance of force lead to the Spanish-American War of 1898. Those same attitudes, during the presidencies of B. Harrison and G. Cleveland between 1885 and 1897, almost caused several other wars. Americas attitudes changed toward foreign policy first with their relationship to Samoa, a group of 14 South Pacific volcanic islands with splendid natural harbors. American negotiated a treaty with a tribal chief to grant the United States rights to a ocean station. Unfortunately, Germany had also decided that Samoa should belong to them. Through some conferences and a natural typhoon that wiped both Germany and United States out of the Pacific they finally came to an agreement without going to war.American troubles were a little different with Chile. Trade and strategic policy were not the reasons for interfering with Chile, but more of touchy pride and patriotism.A revolutionary faction had taken control of the Chilean government. During that time some US sailors were docked in their country. A riot had broken out and some sailors got hurt and a twin even got killed. What made matters worse was that the Chilean police, who were there, did not intervene. However, they took the sailors away to jail. The Americans sought for reparations for the insult and Chile refused to apologize. After threatening them to go to war, they finally decided to back end down, by apologizing for the attack on the sailors and paying $75,000 compensation.Hawaii figured prominently in American foreign policy planning by its location. Not precisely were they ideally situated along the trade routes to Asia, but they offered a perfect site for protecting the Pacific sea lanes to the American west coast and to the electromotive force locations of a cape canal.

Aeronautical Engineers Essay example -- Papers

Aeronautical Engineers Description Aeronautical engineers apply the principle of science and technology in work with highly sophisticated products such as aircrafts, missiles and space satellites. They usually specialise in research, design manufacture and production, or the management of maintenance programs Qualifications required The usual qualifications for immersion into this career is a degree. However, it may be possible to enter with an HND or HNC. Entry to a relevant engineering degree with * 2/3 A-levels with GCSEs (A-C) 2/3 in other subjects * A relevant GCSE in a vocational subject or Intermediate GNVQ may be acceptable as an alternative to academic GCSEs * At A level, Maths and Physics are often preferred and may be essential. Equivalent qualifications such as an Edexcel (BTEC) or National Certificate or National Diploma or a Vocational A level (Advanced GNVQ) may be acceptable, it may also b advisable to chec k the prospectus. 1 A-level with 4 GCSEs (A-C). At A level, maths or physics is preferred. Again, equivalent qualifications are usually acceptable. Skills and Qualities necessary * You must be able to combine an analytical, logical approach with creativity and imaginations to solve problems * Engineers must be able to work as part of a team. The ability to come on other peoples ideas is important, and you must aslope be flexible and able to compromise. You will need strong communication skills to write reports and to explain complex engineering tuition to people from non-technical backgrounds. * You will need organisationa... ...rlines, the Armed Forces and the Ministry of Defence. Some Aeronautical Engineers apply their knowledge of Aeronautical in other areas, for example, in companies that make vehicles such as cares, trains and hovercrafts. You can also work in the communication industry, dealing with satellites, or in construction, dealing with high, winds blown structures. Contacts EMTA, Engineering Careers Information Service (ECIS), Emta House, 14 Upton Road, Watford, Hertfordshire WD18 0JT. (Freephone 0800 282167) telephone 01923 238441 Email ecisemta.org.uk Website www. Enginuity.org.uk Employer Engineering and Physicals Sciences Research Council (EPSRC), Polaris House, North Star Avenue, Swindon SN2 1ET (Award) Telephone 01793 444100 Email infolineepsrc.ac.uk Website www. epsrc.ac.uk